Course Description: From the perspective of a country's economic development, entrepreneurship is a

necessary ingredient for stimulating economic growth and employment opportunities. In the developing

world, successful small businesses are the primary engines of job creation & income growth. In this

direction, this course on entrepreneurship development, educates an individual about the efforts taken by

the government broadly to encourage entrepreneurship.From the perspective of development of an individual’s entrepreneurial ability, entrepreneurship education becomes critical as the goal of the course is to help the youth start to think about what dreams or

ideas they have and how they can develop and fulfil them. It is also a way to learn how to interact and

cooperate with other people, be creative and find tools for how to develop themselves and their ideas. The

course aims to motivate an individual to take up an entrepreneurship to attain self-reliance and growth.

To demonstrate an understanding of the need for entrepreneurship development.

3. To evaluate factors influencing the entrepreneurial activities in different contexts.

CLO3. Evaluate factors influencing the entrepreneurial activities in different contexts

Evolution of the Concept of Entrepreneurship; Theories of Entrepreneurship- Innovation Theory, Harvard

School Theory, Theory of High Achievement, Theory of Profits, Theory of Adjustment of Price-

Entrepreneurship Today; Difference Between a Manager and an Entrepreneur; Models of Entrepreneurial

Development; Types of Entrepreneurs; Intrapreneurship; Women Entrepreneurship-Women Enterprises-

Challenges Faced by Women Entrepreneurs; Entrepreneurial Competencies-Types and importance;

Mobility of Entrepreneurs; Geographical Mobility of Entrepreneurs; Occupational Mobility; Entrepreneurship

in Family Owned Businesses and Non Family Owned Businesses; Challenges & Obstacles faced by

Entrepreneurs; Factors influencing Entrepreneurship-Socio-Cultural, Economic, Political Technological &

Global factors; Business Climate in India for entrepreneurship; Creating Favorable Conditions for the

Opportunity sensing & Idea Generation; The creativity & innovation; Techniques of Idea Generation-Brain

storming, Reverse Brain storming, Brain writing, Attribute Listing, Free Association, Forced Relationship,

Gordon Method & Parameter Analysis; Selection of Product/Service, Invention, Innovation & Imitation;

Product innovation; Identification of Business Opportunities; Business Opportunities in India; Models for

Definition, Role and Importance of Micro, Small, and Medium Enterprises (MSMEs); Problems Faced by

MSME Sector; Government Policy for MSME Sector; Rural Entrepreneurship- Cottage, Khadi and Village

Industries. Make in India Initiatives & Skill Development; Entrepreneurship Development Programs (EDP),

Business Planning-Financial Planning, Marketing Planning- Production & Operational Planning and Human

Resource Planning; Importance of a Business Plans; Contents of a Business Plan- Management Summary;Financial Feasibility, Marketing Feasibility and Technological Viability of Business Plans. Business Incubation and Development.

Procedure for Setting Up an Enterprise; Selection of a Project; Decide on the Constitution Obtain

Registration; Obtain Clearances from Departments as Applicable; Arrange for Land/Shed; Arrange for Plant

and Machinery; Arrange for Infrastructure; Prepare Project Report; Apply for and Obtain Finance;

Implement the Project and Obtain Final Clearances. Project Life Cycle , Project Scheduling -Gantt Charts,

Network Techniques ; Project Management Software; Capital Budgeting; Generating an Investment Project

Proposal; Project Analysis; Market Analysis, Technical Analysis, Financial Analysis, Economic Analysis,

Project Evaluation and Selection ; The Payback Period; ; Benefit-Cost Ratio (BCR) Project Financing Equity

Financing; Angel Investing ; Debt Financing ; Miscellaneous Sources; Project Implementation Phase;

Capital Structure and Cost of Capital; Detailed Project Report; Ecological Analysis.

Institutions Supporting Business Enterprises; Central-level Institutions; National Board for Micro, Small, and

Medium Enterprises (NBMSME) The Khadi and Village Industries Commission (KVIC) The Coir Board

MSME-DO; National Small Industries Corporation (NSIC); National Science and Technology

Entrepreneurship Development Board (NSTEDB) National Productivity Council (NPC) Entrepreneurship

Development Institute of India (EDII) National Research Development Corporation of India (NRDCI)

National Entrepreneurship Development Institutes; Other Institutions National Bank for Agriculture and

Rural Development (NABARD) Housing and Urban Development Corporation (HUDCO); Technical

Consultancy Organization (TCO); Small Industries Development Bank of India (SIDBI) ; Export Promotion

State-level Institutions; State Directorate of Industries and Commerce; District Industries Centers (DIC) ;

State Financial Corporation (SFC); State Industrial Development Corporation (SIDC); State Industrial Area

Meaning &; importance Social Entrepreneurship; Sustainable Development Goals (SDG,2030); Social and

Environmental Dimension of Entrepreneurship; Social Enterprises and their Goals; Need & Importance of

Social Enterprise Establishment and Management of Non-Government Organizations; Government Policy

Poornima M Charantimath (2020) “Entrepreneurship Development and Small Business Enterprises”, 3rd Edition, Pearson Publication.

Hisrich, Robert D, Manimala, J. Mathew, Peters, Michael P. and Shepard, Dean A, (2015).

● Gupta, C.B., & Srinivasan, N.D. (2012) Entrepreneurship Development, New Delhi:Sultan Chand & Sons.

Component of Final Grade	Max Marks per Component	Weightage towards Final Grade	Total Marks per Component in Final Grade
CIA-I	30	15 %	15
CIA-II	50	25 %	25
CIA-III	30	15%	15
End Semester	100	40 %	40
Attendance	5	5 %	5
Total			100

School of Business and Management

CHRIST (Deemed to be University)

Course Plan Undergraduate Programmes

Section

Programme	BBA
Academic Year	2023-24
Course Code & Name	BBA432: Entrepreneurship Development
Course Type	Common Core Course
Semester	IV
Hours & Credits (1 Credit = 15 hours)	60 hours, 4 Credits
Course Anchor	Ms. Shruti Ranjan (M-8285844573) [shruti.ranjan@christuniversity.in]
Course Facilitators at Bangalore, Central Campus	Dr. Halaswamy D [halaswamy.d@christuniversity.in],
Course Facilitators at Bangalore, BGR Campus	Dr. Lakshmy Priya K [lakshmypriya.k@christuniversity.in]
Course Facilitators at Bangalore, Kengeri Campus
Course Facilitators at Delhi, NCR Campus	Dr. Vijayalaxmi Rajendran [vijayalaxmi.rajendran@christuniversity.in], Dr. Kishore Kumar [kumar.kishore@christuniversity.in], Dr. Ankita Sharma [Ankita.sharma@christuniversity.in] Ms. Shruti Ranjan [shruti.ranjan@christuniversity.in]
Course Facilitators at Pune, Lavasa Campus
Course Anchor & Faculty Contact information

Class Guidelines

Students are expected to adhere to the following conditions in order to attend classes regularly:

Guidelines for offline class:

Students need to maintain a separate note book for writing the lecture notes and solving problems

Use of technology (smartphones & laptop) for any of the class activities shall be with prior permission of the faculty member

Students need to carry one recommended text book for the class reference

Students are expected to take notes when special standing instruction given by the teacher

General guidelines:

Students are expected to maintain the academic integrity while working on or submitting the assignments

Students are expected to carry their Calculators and other required stationary items.

Course Description

From the perspective of a country's economic development, entrepreneurship is a necessary ingredient for stimulating economic growth and employment opportunities. In the developing world, successful small businesses are the primary engines of job creation & income growth. In this direction, this course on entrepreneurship development, educates an individual about the efforts taken by the government broadly to encourage entrepreneurship.

From the perspective of development of an individuals entrepreneurial ability, entrepreneurship education becomes critical as the goal of the course is to help the youth start to think about what dreams or ideas they have and how they can develop and fulfil them. It is also a way to learn how to interact and cooperate with other people, be creative and find tools for how to develop themselves and their ideas. The course aims to motivate an individual to take up an entrepreneurship to attain self-reliance and growth.

Course Objectives

Course Objectives:

1.To study the need for entrepreneurship development.

2.To identify critical successfactors for taking up entrepreneurship

3.To evaluate factors influencing the entrepreneurial activities in different contexts.

4.To analyze functional strategies required for entrepreneurial success

5. To develop business plans for entrepreneurial opportunities

Course Focus

Course Focus	Unit 2: Identification of Opportunities Unit 3: Micro, Small and Medium Enterprises Unit 4: Business Planning Unit 5: New venture creation and promotion Unit 6: Entrepreneurship development Unit 7: Social Entrepreneurship
Domain Skills	Entrepreneurship
Needs met	Local Unit 2 & 3 National Unit 6
Cross Cutting Issues Addressed
SDG Goal	If applicable

Terminology**

Programme Learning Goals (PLGs)

Programme Learning Objectives (PLO)

Course Objectives (CO)

Course Learning Outcomes (CLO)

Revised Blooms Taxonomy Level (RBTL)

Continuous Internal Assessment (CIA)

End Semester Examination (ESE)

Section

Syllabus coverage

Module/Unit/Topic number/and title

Module/ Unit /Topic details

Week (starting and end dates)

Hours per week

Teaching learning

methods used)/

activities and or class

trips/ dates for

assessment

Resource/ Reference details

Unit I Introduction to Entrepreneurship

Evolution of the Concept of Entrepreneurship; Theories of Entrepreneurship- Innovation Theory, Harvard School Theory, Theory of High Achievement, Theory of Profits, Theoryof Adjustment of Price- Entrepreneurship Today; Difference Between a Manager and an Entrepreneur; Models of Entrepreneurial Development; Types of Entrepreneurs; Intrapreneurship; Women Entrepreneurship-Women Enterprises- Challenges Faced by Women Entrepreneurs; Entrepreneurial Competencies-Types and importance; Mobility of Entrepreneurs; Geographical Mobility of Entrepreneurs; Occupational Mobility; Entrepreneurship in Family Owned Businesses and Non Family Owned Businesses; Challenges & Obstacles faced by Entrepreneurs; Factors influencing Entrepreneurship-Socio-Cultural, Economic, Political Technological & Global factors; Business Climate in India for entrepreneurship; Creating Favorable Conditions for the growth of entrepreneurship in India; Capacity Building for Entrepreneurs.

11/12/23- 22/12/23

02/01/24-06/01/24

This course uses

multiple pedagogies

like case study

discussions, interactive

lecture, presentations,

review of research

article, in class group

exercises and activities

Essential Reading:

Poornima M Charanthimath (2020) Entrepreneurship Development and Small Business Enterprises, 3nd Edition, Pearson Publication.

Recommended Reading:

Robert D Hisrich, Mathew J. Manimala, Michael Peter, Dean A Shepherd. (2013) Entrepreneurship (8th edition). Tata McGraw Hill

Unit 2. Identification of Opportunities

Opportunity sensing & Idea Generation; The creativity & innovation; Techniques of Idea Generation-Brain storming, Reverse Brain storming, Brain writing, Attribute Listing, Free Association, Forced Relationship, Gordon Method & Parameter Analysis; Selection of Product/Service, Invention, Innovation & Imitation; Product innovation; Identification of Business Opportunities; Business Opportunities in India; Models for Opportunity Evaluation & Screening.

08/01/24- 22/01/24

This course uses

multiple pedagogies

like case study

discussions, interactive

lecture, presentations,

review of research

article, in class group

exercises and activities

Essential Reading:

Poornima M Charanthimath (2020) Entrepreneurship Development and Small Business Enterprises, 3nd Edition, Pearson Publication.

Recommended Reading:

Robert D Hisrich, Mathew J. Manimala, Michael Peter, Dean A Shepherd. (2013) Entrepreneurship (8thedition). Tata McGraw Hill

Unit 3. Entrepreneurship in Micro, Small and Medium Enterprises

Definition, Role and Importance of Micro, Small, and Medium Enterprises(MSMEs); Problems Faced by MSME Sector; Government Policy for MSME Sector; Rural Entrepreneurship- Cottage, Khadi and Village Industries. Make in India Initiatives & Skill Development; Entrepreneurship Development Programs (EDP), An overview of UNCTADs Entrepreneurship Policy Framework.

23/02/24- 09/02/24

This course uses

multiple pedagogies

like case study

discussions, interactive

lecture, presentations,

review of research

article, in class group

exercises and activities

Essential Reading:

Poornima M Charanthimath (2020) Entrepreneurship Development and Small Business Enterprises, 3nd Edition, Pearson Publication.

Recommended Reading:

Robert D Hisrich, Mathew J. Manimala, Michael Peter, Dean A Shepherd. (2013) Entrepreneurship (8th edition). Tata McGraw Hill

Unit 4. Feasibility analysis for Business Plan

Business Planning-Financial Planning, Marketing Planning- Production & Operational Planning and Human Resource Planning;Importance of a Business Plans; Contents of a Business Plan- Management Summary; Financial Feasibility, Marketing Feasibility and Technological Viability of Business Plans. Business Incubation and Development.

12/02/24-01/03/24

This course uses

multiple pedagogies

like case study

discussions, interactive

lecture, presentations,

review of research

article, in class group

exercises and activities

Essential Reading:

Poornima M Charanthimath (2020) Entrepreneurship Development and Small Business Enterprises, 3nd Edition, Pearson Publication.

Recommended Reading:

Robert D Hisrich, Mathew J. Manimala, Michael Peter, Dean A Shepherd. (2013) Entrepreneurship (8th edition). Tata McGraw Hill

Unit 5. New Venture Creation and Promotion

Procedure for Setting Up an Enterprise; Selection of a Project; Decide on the Constitution Obtain Registration; Obtain Clearances from Departments as Applicable; Arrange for Land/Shed; Arrange for Plant and Machinery; Arrange for Infrastructure; Prepare Project Report; Apply for and Obtain Finance; Implement the Project and Obtain Final Clearances. Project Life Cycle , Project Scheduling -Gantt Charts, Network Techniques ; Project Management Software; Capital Budgeting; Generating an Investment Project Proposal; Project Analysis; Market Analysis, Technical Analysis, Financial Analysis, Economic Analysis, Project Evaluation and Selection ; The Payback Period; ; Benefit-Cost Ratio (BCR) Project Financing Equity Financing; Angel Investing ; Debt Financing ; Miscellaneous Sources; Project Implementation Phase; Capital Structure and Cost of Capital; Detailed Project Report; Ecological Analysis.

12/03/24- 27/03/24

This course uses

multiple pedagogies

like case study

discussions, interactive

lecture, presentations,

review of research

article, in class group

exercises and activities

Essential Reading:

Poornima M Charanthimath (2020) Entrepreneurship Development and Small Business Enterprises, 3nd Edition, Pearson Publication.

Recommended Reading:

Robert D Hisrich, Mathew J. Manimala, Michael Peter, Dean A Shepherd. (2013) Entrepreneurship (8th edition). Tata McGraw Hill

Unit 6. Institutional Support to Promote Entrepreneurship

Institutions Supporting Business Enterprises; Central-level Institutions; National Board for Micro, Small, and Medium Enterprises (NBMSME) The Khadi and Village Industries Commission (KVIC) The Coir Board MSME-DO; National Small Industries Corporation (NSIC); National Science and Technology Entrepreneurship Development Board (NSTEDB) National Productivity Council (NPC) Entrepreneurship Development Institute of India (EDII) National Research Development Corporation of India (NRDCI) National Entrepreneurship Development Institutes; Other Institutions National Bank for Agriculture and Rural Development (NABARD) Housing and Urban Development Corporation (HUDCO); Technical Consultancy Organization (TCO); Small Industries Development Bank of India (SIDBI) ; Export Promotion Councils (EPCs).

28/03/24- 13/04/24

This course uses

multiple pedagogies

like case study

discussions, interactive

lecture, presentations,

review of research

article, in class group

exercises and activities

Essential Reading:

Poornima M Charanthimath (2020) Entrepreneurship Development and Small Business Enterprises, 3nd Edition, Pearson Publication.

Recommended Reading:

Robert D Hisrich, Mathew J. Manimala, Michael Peter, Dean A Shepherd. (2013) Entrepreneurship (8th edition). Tata McGraw Hill

Unit 7. Social Entrepreneurship

Meaning & importance Social Entrepreneurship; Sustainable Development Goals (SDG,2030); Social and Environmental Dimension of Entrepreneurship; Social Enterprises and their Goals; Need & Importance of Social Enterprise Establishment and Management of Non-Government Organizations; Government Policy for Social Enterprises.

15/04/24- 25/04/24

This course uses

multiple pedagogies

like case study

discussions, interactive

lecture, presentations,

review of research

article, in class group

exercises and activities

Essential Reading:

Poornima M Charanthimath (2020) Entrepreneurship Development and Small Business Enterprises, 3nd Edition, Pearson Publication.

Recommended Reading:

Robert D Hisrich, Mathew J. Manimala, Michael Peter, Dean A Shepherd. (2013) Entrepreneurship (8thedition). Tata McGraw Hill

Section

Mapping:

Course Outcomes	Programme Outcomes (please take up the strength mapping here; map your COs to POs at - : No alignment, 1: Low Alignment, 2: Moderate Alignment, 3: High alignment Please note PO=PLO)
Course Outcomes	PLO 1.1	PLO 1.2	PLO2.1	PLO2.2	PLO3.1	PLO3.2	PLO4.1	PLO4.2	PLO5.1	PLO5.2
To study the need for entrepreneurship development			2
Identify Critical success factorsfor taking up entrepreneurship			2
Evaluate factors influencing entrepreneurial activities in different contexts										2
Analyze functional strategies required for entrepreneurial success			2				2
Develop business plans for entrepreneurial opportunities						2				2

PLG : 2,3,4,5
PLO: 2.1,2.2,3.1,3.2,4.1,4.2,5.1,5.2
Sl. No	Course Objectives	Parameters of PLO	Component of Assessment (including ESE)	Course Learning Outcomes (CLO)
	To study the need for entrepreneurship development.	2.1	CIA I (5), CIA II	Demonstrate the essential reasons and requirements for entrepreneurship development
	To identify critical successfactors for taking up entrepreneurship	2.1	CIA I (5), CIA II	Identify critical success elements that enable the individuals to take up entrepreneurship
	To evaluate factors influencing the entrepreneurial activities in different contexts.	5.2	CIA I (5), CIA II, CIA	Assess the diverse factors that impact entrepreneurial activities in various contexts.
	To analyze functional strategies required for entrepreneurial success	2.1,4.1	CIA I (5), CIA II, CIA	Examine the functional strategies essential for achieving entrepreneurial success.
	To develop business plans for entrepreneurial opportunities	3.2,5.2	CIA II, CIA	Develop comprehensive and strategic business plans tailored to specific entrepreneurial opportunities.

Assessment Outline:

This section includes details about the method of assessment (distribution of marks between internal (CIA) and end-term assessment, how many CIAs, how many components and weightage for each component). In this section the faculty member needs to provide an overview of the different methods of assessment for each component that they will be using as a part of the course as well as any guidelines that the department and department and the faculty member may choose to follow such as a minimum class attendance percentage for submission of assignments, submission rules such as submission of drafts for feedback and opportunities given for improvement.

Component of Assessment	Description of the Assessment	Units covered	Maximum Marks	Weightage	Total Marks
CIA IA	Map Entrepreneurial Competencies with Enterprise Building Capability of any two famous chosen entrepreneurs from family owned businesses/groups	1 & 2	10	100%
CIA IB	Online class test through google will be taken. It will comprise of 40 questions	1,2	10	100%
CIA II (MSE)	Case study	1,2,3,4	50	50%
CIA III	D1evelop a business idea using the ideation tools by analyzing the environment and discovering the opportunity.	5,6	20	100%
ESE		4,5,6,7	50	60%
School Guidelines & Cohort guidelines applicable for the assessments	Minimum attendance should be 75 percent for each submission. Penalty for late/ non submission (As per the School/University policy) Plagiarism prevention guidelines (As per the School/University policy)

Mapping the Course Outcomes with the components of assessment (Please fill in the details as per your course outcomes. Select the assessment components that address each CO.)

Course Outcomes	Components of assessment
Course Outcomes	CIA I A	CIA I B	CIA II	CIA III	ESE
	Please include the breakup of marks
CLO1 Demonstrate the essential reasons and requirements for entrepreneurship development	10		5		10
CLO2 Identify critical success elements that enable the individuals to take up entrepreneurship		10	5
CLO3 Assess the diverse factors that impact entrepreneurial activities in various contexts.			5
CLO4 Examine the functional strategies essential for achieving entrepreneurial success.				20	10
CLO5 Develop comprehensive and strategic business plans tailored to specific entrepreneurial opportunities.			10		10

Section

CIA A Details

Components of CIA-I 20 marks (100% Weightage)

CIA - I - PART A Mapping of Entrepreneurial Competencies with Enterprise Building Capability by Entrepreneurs (10 marks)

Learning outcomes:

To study the need entrepreneurship development

Identify Critical success factorsfor taking up entrepreneurship

Submission type -Individual google classroom

Cross cutting Nil

Skills entrepreneurial

Pedagogy - experiential

CIA - I - PART B : Online class test through google will be taken.

Cross cutting NIL

Skills entrepreneurial

Pedagogy - experiential

Submission Type: Google class submission

Submission Deadline: 21 January 2024

Learning outcomes:

Demonstrate an understanding of the need entrepreneurship development

Identify Critical successfor taking up entrepreneurship.

CIA IA Rubrics

PLG	2,5,4
PLO	2.1, 4.1,5.2
Total marks	20

Criteria/PLO	Extremely Familiar (5)	Moderately Familiar (4)	Somewhat Familiar(3)	Slightly Familiar (2)	Not at all Familiar (1)
PLO 2.1: Five Entrepreneurial Competencies: Describe the competencies possessed by both of them	Extremely Familiar with at least 5 Entrepreneurial Competencies possessed by both the entrepreneurs	Moderately Familiar with at least 4 Entrepreneurial Competencies possessed by both the entrepreneurs	Somewhat Familiar with minimum of 3 Entrepreneurial Competencies possessed by both the entrepreneurs	Slightly Familiar with the Entrepreneurial Competencies possessed by both the entrepreneurs	Not at all Familiar with the Entrepreneurial Competencies possessed by both the entrepreneurs
PLO 4.1: Names of the enterprises built by them: Name the major companies/businesses established by them	Extremely detailed list of the names of companies & businesses established by both the entrepreneurs	Moderately detailed list of the names of companies & businesses established by both the entrepreneurs	Somewhat detailed list of the names of companies & businesses established by both the entrepreneurs	List of the names of companies & businesses established by both the entrepreneurs is basic	List of the names of companies & businesses established by both the entrepreneurs is incomplete
Total	10	8	6	4	2

Components of CIA-II 50 Marks

Mid Term ExamSyllabus: Unit I, II, III,

Duration: 2 Hrs Max Marks: 50

(Only Application Oriented Questions)

Section A: 3*5=15 marks (3 Questions are to be answered out of 6)

Section B: 2*10=20 marks (2 Questions are to answered out of 3)

Section C: 1*15=15 marks (Case study-Compulsory Question) CIA II Rubrics Mid-semester examination (Evaluation based on embedded

questions-Case study questions

CIA II Rubrics Mid-Semester examination (Evaluation based on embedded questions-Case study questions)

PLG 2	2,3,4,5
PLO 2.1,2.2	2.2,3.2,4.1,5.2
CLO 2 and 3
Maximum Marks (Converted to)	50 Marks (25 marks)
Criteria / Weightage*	(1) Poor	(2) Novice	(3) Emerging	(4) Proficient	(5) Exemplary
1 Identification of Main Issues/Problems (CLO2-PLO2.1)	Identifies and demonstrates a no understanding of some of the Issues/problems in the case study.	Identifies and demonstrates a weak understanding of some of the Issues/problems in the case study.	Identifies and demonstrates acceptable understanding of some of the Issues/problems in the case study.	Identifies and demonstrates an accomplished understanding of most of the Issues/problems.	Identifies and demonstrates a sophisticated understanding of the main issues/problems in the case study.
2 Analysis and Evaluation of Issues/Problems (CLO2-PLO2.3) (double weightage)	Presents no analysis of some of the identified issues.	Presents an incomplete analysis of some of the identified issues.	Presents a superficial analysis of some of the identified issues.	Presents a thorough analysis of most of the issues identified.	Presents an Insightful and thorough analysis of all identified issues/problems.
3.Recommendations on Effective Solutions/Strategies (CLO3-PLO 2.5)	No act on suggested solutions proposed to the Issues In the case study.	No act on suggested And Inappropriate solutions proposed to the Issues In the case study.	Little action suggested and/or Inappropriate solutions proposed to the Issues In the case study	Supports diagnosis and opinions with limited reasoning and evidence. presents a somewhat one-- sided argument. demonstrates little engagement with ideas presented.	Supports diagnosis and opinions with strong arguments and well-- documented evidence. presents a balanced and critical view. interpretation is both reasonable and objective.

Components of CIA-III 20 Marks

CIA III - PLG 2,3,5 /PLO 2.1,3.2,5.1

Assignment description: Develop a business idea using the ideation tools by analyzing the environment.

opportunity. Based on the innovative business idea, they have to develop a business canvas model. For this, they have to analyze various business models to understand how the value is added to the customers and the organization's profitability. Prepare a report deconstructing the organizations business model.

Learning outcomes:

Compare the business model with a traditional model to highlight the innovation

Deconstruction of your Business Model Canvas into various elements (Proper Illustration)

Description:

Individual / Group: Individual

Submission Type: 10 minutes. [self recorded video + ppt] on Google Classroom subscribing Roll Numbers and names as File Name of assignment

Submission Deadline: 02/04/24

Learning outcomes:

CIA Evaluation Rubrics

PLG: 2,3,5

PLO: 2.1,3.2,5.1

PLG2: Functional Knowledge and Application Our students will be able to demonstrate knowledge of business from a wholistic and cross-functional perspective	Excellent (4)	Good (3)	Satisfactory (2)	Needs to improve (1)
CLO4-PLO2.1 Demonstrate understanding of concepts/theories of management (RBTL4 )	Demonstrates clear comprehension of concepts/theories of management in the given context	Shows creativity in generating a business idea using ideation tools.	Demonstrates partial comprehension of concepts/theories of management in the given context	Demonstrates lack of understanding of concepts/theories of management in the given context
CLO4-PLO2.1 Utilise domain specific concepts/techniques to address business problems (RBTL4) (double weightage of this parameter)	Utilises appropriate domain specific concepts/techniques to comprehensively address business problems	Conducts a comprehensive analysis of the concepts/techniques to address business problem	Utilises partially appropriate domain specific concepts/techniques to address business problems	Does not utilise appropriate domain specific concepts/techniques to address business problems
CLO5- PLO3.2 Examine business decisions with cross functional lens (RBTL6) (double weightage of this parameter)	Extensively examines business decisions with cross functional lens in the given context	Presents a reasonable case for the cross functional lens	Partially examines business decisions with cross functional lens in the given context	Does not examine business decisions with cross functional lens
CLO4-PLO2.1 Compare organisational practices to theoretical frameworks (RBTL4)	Extensively compares organizational practices to theoretical frameworks with detailed explanations of gaps between theory and practice	Proper Comparison of organizational practices to theoretical framework	Compares organizational practices to theoretical frameworks with partial explanations of gaps between theory and practice	No comparison of organizational practices and theoretical frameworks
CLO3-PLO5.2 Estimate relevance of management theories in business scenarios (RBTL6)	Clearly estimates relevance of management theories in business scenarios	Communicates business theories in business scenarios	Moderately estimates the relevance of management theories in business scenarios	Does not estimate relevance of management theories in business scenarios

ESE Question Paper Pattern

Total Marks: 50
Duration: 2 Hours
Section	Number of questions	Total marks
Section A	3 Questions out of 5, each carrying 5 marks	15
Section B	2 Questions out of 3, each carrying 10 marks	20
Section C	Compulsory question Case Study	15

Prepared by:

Shruti Ranjan

Signature:

Reviewed by:

Signature:

Approved by:

Signature: